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Managers and leaders deduce that people are paid to work hard so they should work hard. Well it is a good assumption to a point but it also critical for the leaders to understand that certain needs are to be met for people before they will give that discretionary effort and work hard with commitment for an organization. Restoring trust with the people can be attained by executing the following five C’s: Clarity, Compassion, Character, Contribution, Connection, Consistency. Trust is not a benefit that comes wrapped up on any ones doorstep. It must be established and earned and the people will believe in their organizations and leaders ability, consistency and integrity to deliver.
Clarity is the exclusive value added investment that an organization can focus on. It illuminates the path for coordinated action, mobilize potential of the teams and staff throughout the organization and encouraging the trust and determination of stakeholders. Credit card

This element brings a leadership style that promotes what they know best and thus leading their and organization future that all understand and accredit. Clarity applies to 4 key areas.Whom doe we serve? What is our core strength? What is our metric to achieve focus? What actions can we take today? The above 4 areas can be achieved by dedicating the time to define essentials and thus focus on what matters, by recognizing and appreciating the ones who can become role models for others and lastly to process oneself to focus on the material that is genuine and applicable.
Compassion is a difficult element to demonstrate because it involves figuring out how to care about the interests and needs of someone else as much as oneself. In The Art of Happiness  the Dalai Lama defines compassion as “a mental attitude based on the wish for others to be free of their suffering, associated with a sense of commitment, responsibility and respect towards the other…” Many see compassion as a weakness, but real compassion is the distinction that converts knowledge into wisdom. A wise leader applies compassion to perceive the needs of those he leads, and sensibly determine the course of action that would be of greatest benefit to the individual as well as the team.
“Bill [William Hewett] and Dave [David Packard] could be gruff and demanding but were seen as compassionate at heart. They agonized over layoffs and, according to company lore, would apologize for angry outbursts. They created one of the most humane workplaces in the United States. The founders also served as models of integrity. HP products were expensive but they were dependable. Wall Street could trust the numbers that Hewlett and Packard presented to analysts.” (Criag, 2008). Howard Schultz (Starbucks) “explains how [employee] meetings help him lead a fast-growing $ 6.4 billion global company with 90,000 employees, 9,700 stores, and 33 million weekly customers. ‘People aren’t interested in how much you know… It’s how much you care.’
( Meyers, 2005). Your team and your bosses will know who you are in your soul, what kind of people you attract, and what kind of performance you want from everyone. Your realness will make you accessible; you will connect and you will inspire. You will lead.”
It’s often been said, “People don’t care how much you know, until they know how much you care.” All organizations should think of building eminent performing team which are built on high degree of trust by leading with compassion.